Strategic Management Chapter 6

1. Plot the position of the following companies on figure 6.3 and justify your answer: * Procter & Gamble: P&G sells more that 300 brands to consumers in more that 150 countries and therefore faces strong pressures for local responsiveness as different countries and cultures prefer different cleaning materials for example. P&G also faces pressures for cost reduction due to the large number of competitors in that sphere of the market. Also the global retailers P&G uses as distributors demanded price discounts which also resulted in increasing pressure for cost reduction. This places P&G in a transnational strategy. * IBM: IBM does not face extreme cost pressure in its computer services core business (low pressures for cost reduction), but it does have high pressure for local responsiveness so it is most likely to be positioned as a localization strategy. * Coca- Cola: faces pressures to be locally responsive, particularly in marketing, while on the other hand faces low cost pressures as they are a big Oligopoly. Coca Cola is most likely to be positioned in the localization strategy sphere. * Dow Chemicals: Produces commodity type products, where price competition is very intense meaning that there is a high pressure for cost reduction, while on the other hand local differentiation is not seen as important. Dow Chemicals is most likely to be found the Global Standardization Strategy area. * Pfizer: Pharmaceutical companies have low pressures for local responsiveness as their products serve universalistic needs. Cost pressures on the other hand are intense therefore the most appropriate strategy is a Global one. * McDonalds: Faces a huge pressure to be locally responsive because different cultures and countries prefer significant tastes. People in India for example prefer vegetarian options, which led McDonalds to open up an all-vegetarian branch. In the US on the other...

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• A customised section of your resume that lists
key achievements, skills, traits, and experience
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• It highlights your relevant experience and
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...making strategic decisions about various divisions.
QUESTION 3
Explain how to develop a SWOT Matrix.
Visualize your business’s strengths, weakness, opportunities and threats (SWOT) using a SWOT matrix. It can help you to understand your internal capabilities and external market conditions.
Step 1
List the firm’s key external opportunities. Draw a square containing four equal boxes. Label the boxes “Strengths,” “Weaknesses,” “Opportunities” and “Threats.”
For example;
1. Population of city growing 10%
2. Rival computer store opening 1 mile away
3. Vehicle traffic passing store up to 12%
4. Vendors average six new products/yr
5. Senior citizens use of computers up 8%
6. Small business growth in area up 10%
7. Desire for websites up 18% by Realtors
8. Desire for websites up 12% by small firms.
Step 2
List the firm’s key external threats. For example;
1. Best buy opening new store in 1yr nearby
2. Local university offers computer repair
3. New bypass Hwy 34 in 1yr will divert traffic
4. New mall being built nearby
5. Gas prices up 14%
6. Vendors raising prices 8%
Step 3
List the firm’s key internal strength. This is important for the company to know what advantages they have compared to other companies. For example;
1. Inventory turnover up to 5.8 to 6.7
2. Average customer purchase up $97 to $128
3. Employee morale is excellent
4. In store promotions=20% increase in sale.
5....

...company’s strategy is managements game plan for growing the business, staking out a market position, attracting and pleasing customers, competing successfully, conducting operations and achieving targeted objectives" (Thompson, Strickland & Gamble).
Putting all together in one piece, a strategy can be defined as the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations.
Operational Effectiveness vs. Strategic Positioning
For Michael Porter, operational effectiveness refers to that domain of organizational activity that is about having functions that work well. Operational effectiveness (OE) means performing similar activities better than rivals perform them. OE is not only about efficiency, it simply means the ability of a company to better utilize its inputs than rivals. An example would be reducing wastage and use of advanced technology to develop better products faster. In other words, OE is about continuously improving functional performance. The managers lead and control the functional activities, measure and improve the processes to achieve operational effectiveness (porters journal).
On the other hand strategic positioning means performing different activities from rivals or performing similar activities in different...

...﻿Ques 1:-
“Strategy” and “Strategic Planning” is something that is done once a year which results in a report. Others think it is market position, operational effectiveness or an idea or business model.
Strategy is choosing to perform different activities that can be preserved and that will provide a sustainable competitive advantage. It is a mental exercise. It is a way of thinking about the world and approaching business. Strategic planning is a process to produce innovative and creative ideas which serve as the core framework for the company and designing its’ future.
Strategic planning can have an immediate influence on your company and organization.
1. Make your future happen don’t let it happen to you
It is the difference between being proactive or reactive. Be on the defensive or the offensive. Be a victim of circumstances or be victorious in the fight. Not every situation can be foreseen but you can make decisions and react to changing market conditions with the end in mind.
2. Establish direction
Clearly defines the purpose of the organization and establishes realistic goals and objectives consistent with the mission which can be clearly communicated to constituents. Provides a base from which progress can be measured, employees compensated and boundaries established for effective decision making.
3. Make wise business decisions
How do you distinguish between a good idea and a great idea? Without a clear...

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StrategicManagement
Contents
Introduction…………………………………………………………………………..…..1
Emirates airline marketing strategies…………………………………………………..…2
Methodology………………………………………………………………………….…..3
Analysies………………………………………………………………………………….4
Conclustions……………………………………………………………………………….5
Introduction:
Emirates airline is an airlines based in Dubai, United Arab Emirates. The airline is a subsidiary of The Emirates Group company , which is owned by the government of Dubai .It is the largest airline in the Middle East, having around 3,400 flights per week departing from Dubai International Airport It departures to more the 78 countries and around 142 cities as well as having a cargo division Emirates airline is ranked in the top 10 carriers worldwide in terms of the passengers traveling and has the largest airline in the Middle east from the revenue and the number of passengers carried as well as the number of aircraft owned by the airliner
The airline is considered to be the fourth largest in the world in the number of passengers carried through internationaldestinations and also operates four of the world’snonstop longest destinations which are Dubai to Los Angeles , San Francisco , Dallas/Fort Worth , and Houston Emirates airlines owns a number of different airplanes the Airbus and Boeing big aircrafts and has also ordered a 140 airbus A380s and has become the second operator of this type of aircraft after the Singapore airlines and have...

...of StrategicManagement has the capacity to become a functioning, financially viable institute with a sizable market share in the arts education industry. The strategicmanagement process is a philosophical approach to business and can be characterised through establishing a mission, creating objectives, and devising strategies, then through external and internal assessment creating strategy which is then implemented and checked on by strategic control. With the application of strategicmanagement the CEO Ethan Williams has decision choices between alternative courses of action in order to establish TATI’s competitive advantage.
Strategicmanagement is the process of formulating and implementing strategies that achieve organisational goals in a competitive environment (Schermerhorn...et al., 2014) and is best implemented when everyone within the business understands the strategy. For Ethan the first step of strategicmanagement is his need to identify and analyse a current mission, objectives and devise strategies. Implementing a mission statement will give Ethan a direction to follow through strategic changes. The mission is the organisation’s reason for existence in society (Schermerhorn...et al., 2014). An important test of mission is how well it serves TATIs stakeholder, which include the employees,...

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StrategicManagement
Kaplan University
MT 460-03: Management Policy and Strategy
Unit 2 Assignement
Prof: Ernest Norris
With the continued changing of business and the way a business operates a company must stay on the cutting edge of their business. To go about doing this the business has to continue to change and think on new ways, or old ways to attract and keep their customers, whether is be through customer service, products, or the services that are provided. Firms must achieve and sustain their competitive advantage to remain successful. Business plans are a start to making a go at running a business and remaining ahead of the game, but to be really successful a company needs to have ‘strategicmanagement’.
Strategicmanagement is “the set of decisions and actions that result in the design and activation of strategies to achieve the objectives of an organization” (Pearce, J. A., & Robinson, R. B., 2013). Each organization has its set of strategies to operate, or should have, starting with what the company’s vision or mission is. The Company vision is a reflection of what they stand for and what they are all about. By having a set of strategies an organization provides managers something to refer too to achieve better performance. These strategies should be used to assist a organization in determining the path that it would like to...

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StrategicManagement
2014-2015
(6012B0312Y)
Course coordinator:
Pepijn van Neerijnen (p.vanneerijnen@uva.nl)
Tutors:
R. Bohnsack (R.bohnsack@uva.nl)
F. Ciulli (f.ciulli@uva.nl)
M. Stienstra
Learning goals
This course on strategicmanagement teaches the fundamentals of strategic analyses related to the market environment and the most important methods and sources of organisation research. After the course, students will be able to analyse the external and internal environment of an organisation at the business and the corporate level. By drawing on the theories and tools handed to students in the course, students will be able to recognise and resolve basic strategic problems in practical situations. Moreover, they will develop an understanding how large multi-unit organizations can develop strategies to effectively deal with the demands of the contemporary business environment (learning goals: 1, 3, 4a, 5, 8).
Course content
The strategic functioning of, mostly commercial, organisations, and the relations between the internal organisation and management are at the centre of this course. The main topics that will be discussed are: directions and methods of strategy development, internal and external analysis, business-level strategy, corporate-level strategy, organizational structures and control mechanisms, corporate governance,...